The State of Business and HIV/AIDS (2006) - Booz Allen Hamilton

The State of Business
and HIV/AIDS (2006)
A Baseline Report
.

2 Foreword
Richard Holbrooke
President & CEO of GBC
The business response to AIDS has broadened
and deepened since I was asked to lead the Global
Business Coalition (GBC) in 2001. With more than
200 member companies committed to responding
to the global fight against HIV/AIDS, the GBC is
uniquely positioned to identify trends and new
frontiers to help companies improve their response
to this pandemic. As the NGO officially designated
to mobilize the worldwide business response for
the Global Fund to Fight AIDS, Tuberculosis and
Malaria, and as a close partner of UNAIDS, we
take this responsibility very seriously.
The State of Business and HIV/AIDS (2006) comes
at a critical time because it provides the first
baseline from which to evaluate the response
made by business in the global fight against
HIV/AIDS. The GBC decided that it needed to
develop a better understanding of how various
companies have shaped their response to HIV/
AIDS. From workplace programs to philanthropy
to CEO advocacy, it is clear that there is much
that business is doing to fight this pandemic, but
there is very little summary information on the
landscape of the business response.
With the generous leadership of member
company Booz Allen Hamilton, this baseline
report captures critical information on corporate
responses to HIV/AIDS over a range of criteria,
regions, and industries. The framework for
analysis is built from GBC’s recently launched
Best Practice AIDS Standard (BPAS), which was
developed from the collective work of members
since 2001.
This publication highlights both the progress
made by the private sector and the significant
potential for continued business involvement.
Business leaders have an unparalleled
opportunity to utilize their expertise, influence,
and acumen in the fight to end HIV/AIDS. The
GBC believes that businesses worldwide can
leverage their core competencies in fighting HIV/
AIDS, and a commitment to fighting this pandemic
can be a core component of a successful
business strategy.
Despite greater business involvement, we know
that the global business community is doing
only a fraction of what it could be doing to battle
the scourge of HIV/AIDS. We salute the leading
companies of the GBC that have stepped into
unchartered territory and creatively engineered
responses to HIV documented in this report.
However, we are not close to turning the tide of
HIV—nearly 13,000 people are newly infected
every day, and less than 10 percent of the 40
million people living with the virus know they are
infected. The response to AIDS requires bold
leadership and innovation. Moving to an opt-out
approach to testing, so that people know their
HIV status, is one of a number of changes in
strategies that are essential if we are to win this
war. It is critical that the public and private sectors
engage even more fully as genuine and valued
partners in the global fight against this terrible
epidemic. The State of Business and HIV/AIDS
(2006) is an important overview of the contribution
that business has already made, and a reminder
that business must play an even greater role in
tackling this monumental challenge.
Ambassador Richard Holbrooke
New York
May 2006

Table of Contents
1
Table of Contents
1
1 Executive Summary
2
2 The Context for Business Involvement in HIV/AIDS
2.1 Global HIV/AIDS Context
2.2 HIV/AIDS Impact on Industry
2.3 Industry Characteristics and Considerations
8
9
11
12
3 Baseline: The State of Business Response to HIV/AIDS
3.1 Introduction to the Baseline
3.2 Methodology
3.3 Overview of the Baseline: The Business Response to HIV/AIDS
3.4 Workplace and Employee Engagement
3.5 Leveraging Company Core Competency
3.6 Community
3.7 Advocacy and Leadership
16
17
17
17
25
35
38
42
4 Implications for Business and Lessons Learned
46
5 The Way Ahead
50
Appendix
i. GBC Contacts
ii. Acknowledgements
iii. BPAS Survey
iv. About the Authors
56
58
59
65

2
1 Executive Summary
1 UNAIDS and WHO, AIDS
Epidemic Update: December
2005 Intensifying
Prevention, 2005
2 Best Practice AIDS Standard,
developed by GBC
Business is making strong progress in partnering
with governments, multilateral organizations and
communities to support the global fight against
HIV/AIDS. Workplace prevention and education
programs are also now widespread, but efforts
to collaborate with suppliers, fully utilize senior
leadership and extend interventions in emerging
markets still need an effective response.
A baseline survey and interview program
conducted by the Global Business Coalition on
HIV/AIDS (GBC) and Booz Allen Hamilton has, for
the first time, established a basis to look at the
scope and depth of the response being made by
the global business community.
The study highlights status and variations in
business response by region, industry and
enterprise scale. Increasingly, business sees HIV/
AIDS as a strategic as well as social responsibility
issue, managing programs and resources based
on bottom line impact. However an informed
sense of urgency must be maintained – The State
of Business and HIV/AIDS (2006) provides an
important new resource to do that.
The Bigger Picture
As AIDS continues to have a devastating impact
around the world, business is responding to the
pandemic by adopting multifaceted strategies
to confront the disease in the workplace and
community, by partnering and raising awareness.
This baseline report provides a comprehensive
analysis of the status of businesses’ response,
highlights areas where most progress has been
made, identifies where barriers are encountered,
and asks what business should do next.
Today, 40 million people live with HIV/AIDS.
The global labor force has lost more than 28
million people as a result of AIDS, without further
intervention this number could grow to 74 million
by 2015 1 .
The GBC and Members
Global business is truly beginning to make a strong
and systematic response to tackling HIV/AIDS. This
response is strongly facilitated by the GBC, the
preeminent organization leading the business fight
against HIV/AIDS.
The GBC was established to fully engage the private
sector and recognize business as a necessary
partner in ending the pandemic. Membership has
grown from 17 companies in early 2001 to over
200 international companies in 2006, accounting
for more than 11 million employees and 45 million
dependents worldwide.
The 2006 BPAS 2 Baseline
This baseline report draws on the actions and
programs of leading companies that are publicly
committed to the fight against HIV/AIDS through
their membership in the GBC. The data source is
the expertise and experiences of 75 GBC member
companies across 17 industries surveyed in April
2006 and 30 companies who participated in a
detailed interview program.
The BPAS baseline shows business response in the
form of an index, a basic scale of 0 to 10. The index
is calculated from the number of companies active
in each of 10 global business HIV/AIDS categories,
each with 5 levels of action.
The 75 surveyed companies have an average
index score of 4.5 (figure 1). This is equivalent to

1 Executive Summary
3
being active in more than 8 of 10 categories with 2
actions underway in each.
The most active 25 percent of the survey group
scored 7.5 while the least active 25 percent just
1.4. This variation is largely due to perceived
business needs and length of time addressing the
HIV/AIDS issue.
4.5
2006
Average
7.5
Top Quartile
Most Active
1.4
Bottom Quartile
Least Active
Figure 1
BPAS Baseline Average
and Range of Response
Coverage
Of the 10 BPAS categories there are 2 in which
the business response is particularly strong (figure
2) - prevention initiatives and community and
government partnerships are most often elements
of companies’ HIV/AIDS programs with a broad
range of activities in place. In contrast, companies
are having the most difficulty in engaging business
associates and suppliers and are completing less
than half the level of activity.
7
6
5
Categories most often part of business responses.
With range of actions in place
Category most difficult to make
part of business response.
Limited actions in place
Figure 2
The BPAS Baseline
Depth of Response by
Category
BPAS Index
4
3
2
1
0
Community &
Govt Partnerships
Education & Behavior
Change
Non-Discrimination
in the Workplace
Care, Support
& Treatment
Product & Service
Donation
Testing & Counselling
Corporate Philanthropy
CEO Advocacy
& Leadership
Monitoring Evaluation
& Reporting
Business Associates
& Supply Chain

4 1 Executive Summary
Figure 3
BPAS Baseline by
Industry Group
7
6
5
BPAS Index
4
3
2
1
0
2006 Averages
Food/Beverages
Metals & Mining
Energy
Healthcare
Consulting
Consumer Products
Media
Financial Services
Biotech/Pharma
Automotive
Transportation
Note: The above analysis only includes industries where 3 or more companies responded to the survey
The most active industry groups (figure 3) are
Food/Beverages, Mining and Minerals, and Energy
(gas and oil).
The interview program provided further definition
by highlighting the difficulty experienced by
businesses in monitoring and evaluating HIV/
AIDS programs, particularly testing uptake rates,
engaging suppliers and extending treatment to
dependents and post employment.
In particular interviewees drew attention to the
difficulty in building advocacy and leadership
programs and implementing HIV/AIDS business
strategies in emerging markets.

1 Executive Summary
5
Key insights
Timescale
Developing and implementing a company HIV/AIDS
program requires time and commitment - 3 years to
move from concept and strategy to fully operational
across the business.
In 5 years of publicly committing to address HIV/
AIDS, companies surveyed have more than doubled
their HIV/AIDS activities.
Approach
Companies interviewed said programs should
“start at home” and focus on “getting it right”
for employees first, emphasizing staff buy-in and
involvement in community initiatives.
More than 75 percent of companies choose to
be strategic in how they contribute to others’ 3
programs and leverage their core products,
services, or expertise.
Prevention and Treatment
Companies demonstrate extraordinary leadership in
prevention with 82 percent of surveyed companies
providing workplace information on HIV/AIDS. Only
41 percent conducted surveys and assessments,
suggesting that program design and follow up can
be enhanced.
Industry is supporting the drive toward balanced
prevention programs. 60 percent of companies have
trained peer educators in place, 55 percent have
expanded prevention programs to the community.
In high HIV prevalence parts of Africa, more
than 70 percent of companies surveyed are fully
subsidizing staff access to HIV treatment. With
the cost of medication (antiretroviral treatment
[ART]) falling over the last 6 years from around
US$10,000 to US$140–300 per person per year 4 ,
the business case for providing treatment becomes
far more compelling.
Companies are twice as likely to fully subsidize
treatment for employees in high prevalence areas.
There is an increasing trend to expand treatment
beyond employees. Globally 36 percent of surveyed
companies are fully subsidizing treatment for direct
employees and 45 percent are providing access to
treatment for all dependents.
Business Considerations
In emerging markets like China, India and Russia,
companies are looking to extend HIV/AIDS
programs, specifically focusing on awareness and
prevention; many express concern about how to
accomplish this.
Globally, large companies put more effort into
workplace programs. Smaller companies (

6 1 Executive Summary
There is a long way to go. A sustained effort is
required from business to further broaden and
deepen the response through well targeted and
managed programs. In doing so, companies should
set priorities based on the likely impact of programs.
The baseline report suggests:
The 2006 BPAS baseline indicates that there is
a very high level of business engagement and
willingness to do more. There is an increasing role
for business to partner with governments and the
international community and enhance joint efforts
in fighting HIV/AIDS.
• Develop strategies to work closely with
suppliers and business associates to expand the
network of business engagement.
• Partner with NGOs, community, and local
government to develop and fund programs and
initiatives with greater reach.
• Extend confidential testing and treatment
programs. Testing initiatives need to include
monitoring of testing participation rates and
access to viral load tests. In high prevalence
areas, treatment arrangements need to be
extended to dependents and post employment.
• Focus on balanced prevention and treatment.
Prevention programs targeting real behavior
change aligned with treatment.
• Increase the role of business in advocacy and
in particular extend programs into emerging
markets. Leverage CEO and senior leadership to
dispel myths and stigma, break down workplace
barriers and influence community change.
Success comes from active collaboration. Most
companies interviewed said they look at what
others are doing to learn and implement based on
best practice. Ninety percent of those interviewed
highlighted the need for an ongoing exchange of
ideas and results.

8 2 The Context for Business Involvement in HIV/AIDS
Chengdu, China - December 1, 2005
Migrant workers, with red ribbons, attend an event
organized by the local government to promote
HIV/AIDS knowledge. China has pledged to
keep the number of people living with HIV/AIDS
below 1.5 million by 2010, Health Minister
Gao Qiang stated at a media conference.
Photo by China Photos/Getty Images

2 The Context for Business Involvement in HIV/AIDS
9
The Global Business Coalition (GBC) was
established in 1997 to fully engage the private
sector and recognize business as an important
partner in ending the HIV/AIDS pandemic.
Today, the GBC is the preeminent business
organization leading the business fight against
HIV/AIDS. Membership has grown steadily in the
past 5 years and today consists of more than 200
international companies committed to expanding
and improving the business response to HIV/AIDS
across 20 industry sectors. Figure 4 shows year-end
membership numbers.
In pursuing its mission to harness the power and
capability of the global business community to
overcome HIV/AIDS, the GBC serves as an interface
between member companies, senior government
officials, and the international development
community. The GBC also provides the means to
ensure that the voice of business is heard and
that the business sector contributes to national
and international strategies that most adequately
address the deepening HIV/AIDS crisis.
To help companies design their responses to
HIV/AIDS, the GBC has created an approach,
the Business AIDS Methodology (BAM), which
facilitates HIV strategy development in four practical
areas—the workplace, community, core competency,
and advocacy and leadership. Once a company
implements its HIV strategy, the GBC’s Best Practice
AIDS Standard (BPAS) self-assessment tool enables
the company to confidentially monitor its HIV/AIDS
response and examine its progress. The BPAS
expands the four BAM areas into the ten categories
used in this baseline to accurately assess corporate
engagement in HIV/AIDS.
34
2001
82
2002
122
2003
170
2004
200
2005
2.1 Global HIV/AIDS Context
212
Equivalent to
~11 million
employees
2006
(April)
Today, 40 million people worldwide are living with
HIV/AIDS. In 2005 alone, nearly 5 million people
were newly infected with the virus. Southern Africa
remains the epicenter of the pandemic. Prevalence
rates in KwaZulu-Natal, the worst affected province
of South Africa, have reached 40 percent, while
the rate among pregnant women attending antenatal
clinics in South Africa is reading 30 percent 5 .
Estimates suggest that the prevalence in Asia stands
at 0.4 percent, but that figure will rise quickly without
adequate prevention. It is projected that by 2010 6 ,
more people will be affected in Asia than in Africa.
Figure 4
GBC Membership,
End 2001—April 2006
5 UNAIDS/WHO, AIDS
Epidemic Update, 2005
6 DFID (Department for
International Development),
HIV and AIDS fact
sheet, 2004

10
2 The Context for Business Involvement in HIV/AIDS
Figure 5
New Wave Statistics
Population Living
with HIV/AIDS
Prevalence Rate (%)
GDP Growth Rate
8
for 2007 (%)
7 UBS and F&C Asset
Management, HIV/AIDS
Beyond Africa: Managing the
Financial Impacts,
May 2005
8 www.imf.org
9 National Intelligence Council
(CIA), The Next Wave of
HIV/AIDS: Nigeria, Ethiopia,
Russia, India, China,
September 2002
10 Ibid
11 Global HIV Prevention
Working Group, HIV
Prevention in the Era of
Expanded Treatment Access,
June 2004. The Working
Group is an international
panel of nearly 40 leading
public health experts,
clinicians, biomedical and
behavioral researchers,
and people affected by
HIV/AIDS. The Working
Group was convened for the
first time in 2002 by the Bill
& Melinda Gates Foundation
and the Henry J. Kaiser
Family Foundation.
12 World Health Organization,
Increasing Access to HIV
Testing and Counseling:
Report of WHO Consultation,
November 19–21, 2002,
Geneva Switzerland
13 GBC Press Release, Global
HIV Testing Crisis: experts
announce changes in HIV
global testing, July 2004
14 UNAIDS/WHO Policy
Statement on HIV Testing,
June 2004
15 UNAIDS, Intensifying HIV
Prevention, UNAIDS Policy
Position Paper, August 2005
India
China
Nigeria
Ethiopia
Russian Federation
5,130,000
650,000
3,600,000
1,500,000
860,000
Source: International Monetary Fund, UNAIDS, UBS
Whereas the focus of much of the world’s response
has been in Sub-Saharan Africa (which today has
65 percent of the total cases of HIV 7 ), the world
must address the pandemic’s “second wave,” which
is presenting a new and immense challenge. This
second wave comprises the countries that currently
have low- to mid-HIV prevalence rates (figure 5) but
that are each at a critical “tipping point,” where
HIV infection rates threaten to grow significantly if
more is not done immediately. Critically for global
business, these areas overlap substantially with their
operations in emerging or new markets.
China, India, Russia, Ethiopia, and Nigeria are
identified as second-wave countries. 9 These five
regions account for 43 percent 10 of the world’s
population and a significant part of the predicted
global domestic product (GDP) growth. They are
important global or regional powers, and the
potential social and economic instability that a rapid
and generalized pandemic can produce is cause
for great concern. Although treatment and care are
important in these countries, prevention is the key
factor in curtailing the effect of HIV/AIDS in these
second-wave situations. How the global community
addresses prevention and treatment will determine
the future course of the disease in these five regions.
0.9
0.1
5.4
4.4
1.1
7.0
9.0
5.2
5.7
5.8
With nearly 13,000 new HIV infections occurring
every day, the burden of the global AIDS pandemic
continues to escalate unchecked. Only one in five
people at high risk of contracting HIV has access
to HIV prevention services, 11 and 90 percent of
people living with HIV have never been tested for
the virus. 12 On July 10th, 2004 GBC worked with the
World Health Organization (WHO) and UNAIDS to
officially announce a change in global policy from
“voluntary” counseling and testing to an approach
that routinely offers and recommends testing
13, 14
(always with the ability to opt-out).
In August 2005, the Joint United Nations
Programme on HIV/AIDS (UNAIDS) issued a new
strategy to intensify HIV prevention efforts, 15
calling on all sectors to take steps to adequately
resource the prevention gap supporting direct
interventions and programs addressing gender
inequality, youth vulnerability, and health services
improvement overall. The business community
has a clear opportunity to help intensify its
prevention efforts through workplace programs,
targeted behavior change marketing campaigns,
and strengthened advocacy to reduce stigma and
discrimination. Additionally, in supporting health
services infrastructure development, the business

2 The Context for Business Involvement in HIV/AIDS
11
sector has much to contribute in skills, services,
and resources.
Access to low cost antiretroviral (ART) medication
has opened the door to great advances in treatment.
Although those infected with HIV are still likely to
ultimately develop AIDS, the appropriate treatment
can prolong life, often for decades. Of the 40 million
people estimated to be living with HIV/AIDS at the
end of 2005, UNAIDS/WHO estimates that 6.5
million people in low- and middle-income countries
were in urgent need of this life-saving ART. Of those,
only 1.3 million—one in five could access ART.
Although this number is a great improvement from
2003 (when only 400,000 were receiving treatment),
it is still shockingly inadequate.
The goal of the “3 by 5 initiative” launched by
WHO and UNAIDS in 2003 aimed to have 3 million
people on ART by December 2005. This target figure
represented exactly half of the number of people
expected to be in need of treatment at the end of
that year. Although significant progress has been
made, 80 percent of those who might benefit from
ART are yet to have access.
The trend toward increased coverage has been
supported by a steep decline in ART costs. The price
of ART drugs has dropped by up to 98 percent in the
last 4 years. Recent data suggest that a company
can now access a year’s supply of first-line regimens
for between $140 and $300 a year. 16 Second-line
regimens cost about $1,300 per year. 17 These price
decreases result from a series of advances led by
pricing negotiations through the UNAIDS Accelerating
Access Initiative, from World Trade Organization
provisions qualifying HIV/AIDS as a public health
emergency, and from the increased availability of
generic drugs.
To help reach the Millennium Development Goal
on HIV/AIDS—to halt and reverse the spread of HIV
infection by 2015—UNAIDS has initiated an effort
led by individual country governments for Universal
Access to help set targets and develop roadmaps for
scaling up prevention, treatment, care, and support
services. The Universal Access program is designed
to bring all sectors together to address sustainable
financing; human resource and health systems
capacity; low-cost commodities and technologies
access; and human rights, stigma, discrimination,
and gender equity issues. It is in these very areas
that business has particular expertise, resources,
infrastructure, and services which must be applied
to the global and national efforts to help upgrade
prevention and treatment interventions for all who
need them.
2.2 HIV/AIDS Impact on Industry
UNAIDS estimates that 37 million working people
are living with HIV/AIDS and that the global labor
force has lost 28 million people to AIDS since the
beginning of the pandemic. UNAIDS predicts that
without access to treatment, this number could grow
to 48 million by 2010 and to 74 million by 2015. 18
The International Labour Office (ILO) has estimated
that an average of 15 years of working life will be lost
for each employee affected by AIDS.
The growing workforce loss has profound personal,
social, and business implications. In addition to
coping with the loss of colleagues, workers may
also be caring for sick relatives or coping with their
own illness. Diminished human capital seriously
hinders business operations. Consequently,
higher operating costs and limited investment
16 DFID, Taking Action.
Summary of the UK’s
Strategy for Tackling HIV
and AIDS in the Developing
World, 2004
17 Medecins Sans Frontieres,
Untangling the Web of Price
Reductions: A Pricing Guide
for the Purchase of ARVs for
Developing Countries, 8th
edition, 2005
18 www.unaids.org

12
2 The Context for Business Involvement in HIV/AIDS
19 The Ethical Funds Company,
Canadian Energy and Mining
Companies and the HIV/
AIDS Epidemic—Bridging the
Chasm, 2005
20 UBS and F&C Asset
Management, HIV/AIDS
Beyond Africa: Managing the
Financial Impacts, 2005
opportunities take an economic toll. A 2005 study
pointedly reinforced the threat of HIV to human
capital, stating that the size of the labor force in 32
African countries will decrease by 5–35 percent by
2020 because of this pandemic. 19
The overall effect of the pandemic on business
results in a reduction of the wealth and development
potential of affected countries as fewer people
can work and prosper. A 2005 study 20 found that
HIV/AIDS will reduce growth potential in GDP for
Brazil, Russia, India, and China. For example, HIV/
AIDS will reduce China’s GDP growth by 1 percent
over the next 10 years. These 4 countries currently
account for 8 percent of global GDP and are
strategically important emerging markets for many
large multinationals. This effect on GDP, though
significant, does not capture the economic and
social impacts on the informal economy.
The ILO notes that certain industries and types of
work are more exposed or susceptible to the risk of
HIV infection, although the main issue is behavior
rather than occupation. A key occupational risk
factor is work involving mobility—in particular, regular
travel and living away from spouses and partners
in high prevalence countries. This risk factor was
underlined in our interviews with GBC members, who
cited truck drivers and those working in areas with
high levels of immigration or worker migration as
particularly at risk. Geographical isolation, single-sex
work environments, male-only living arrangements,
and limited health facilities are also important
contributing factors.
2.3 Industry Characteristics and
Considerations
Industries have responded to the HIV/AIDS crisis
in different ways. Many pharmaceutical companies
have been at the forefront by taking a lead in
building healthcare systems in the hardest hit
countries, providing training to increase capacity
of medical personnel, and increasingly supplying
certain drugs at no or low cost. Some of these
companies have also applied their logistics expertise
to help optimize the flow of medicine and materials
around the world. Others have partnered with
in-country organizations and collaborated with
governments to support education programs.
In other industries, many companies with large
workforces in high-risk areas (such as oil and gas,
mining, manufacturing, automotive) have developed
awareness, testing, and prevention programs for
their employees and instituted non-discrimination
policies for workers with HIV/AIDS. Some companies
have also invested in their own dispensaries,
health centers, and hospital facilities. Furthermore,
some have co-invested with local and national
organizations to provide awareness and prevention
campaigns to the community.
Companies have also used both media and
marketing to engage their consumers and creatively
fund HIV/AIDS programs. Media companies have
carried public service announcements and have
incorporated HIV-related storylines into TV programs
and print publications to spread awareness. Other
businesses have leveraged their advertising and
branding skills to advance HIV/AIDS prevention
and behavior change messages through innovative
cause related marketing campaigns. Financial, retail,
telecommunications, cosmetic and other products

2 The Context for Business Involvement in HIV/AIDS
13
have been linked to the fight against HIV/AIDS.
Consumers have been extremely receptive. In a
recent survey, 71 percent of consumers indicated
they would pay more for a product if they know the
extra proceeds would benefit HIV/AIDS 21 .
Business is exposed to the effects of HIV/AIDS
in a number of ways. Companies are finding it
increasingly necessary to link their business
interests to those of the societies in which they
operate through a range of sustainable programs.
Studies and reports repeatedly show that HIV/AIDS
can have a significant effect on the “bottom line”
of companies. A global mining company calculated
that HIV/AIDS total expenses could amount to 8–17
percent of their total payroll by 2009. For a leading
automotive manufacturer in South Africa, those
expenses are estimated to be 4 percent of the total
wage bill. 22 Today, it is clear that the private sector is
playing a critical and compelling role in fighting this
pandemic.
The business response to HIV/AIDS varies quite
markedly, and three determining factors for type of
response are identifiable from the baseline:
1. Business needs and geographical presence (e.g.,
industries with a workforce in high-prevalence
regions).
2. Competencies available to a company (logistics,
healthcare, financial, marketing, research and
development, brand power and media access).
3. Duration (i.e. how long a company has focused on
making a difference).
Our interviews with GBC members highlighted seven
prime considerations for businesses willing to initiate
or further develop their HIV/AIDS programs:
1. Focus on prevention as well as treatment. This is
particularly important if a second wave is to be
prevented. Target real behavior change to achieve
significant effects.
2. Introduce the most effective and cutting-edge
testing strategies to encourage uptake of testing
and treatment services in conjunction with
clear confidentiality, non-discrimination policies,
counselling, support, and availability of post-test
prevention and care services.
3. Extend access to HIV/AIDS workplace programs
to dependents, which could have considerable
business benefits by alleviating the burden of
caring for sick relatives and allowing employees to
focus on their work.
4. Engage in collaborative public-private partnerships
to increase coverage and efficacy of prevention,
treatment, and care.
5. Similarly, consolidate industry action to set
industry standards and incorporate supply chains
in HIV/AIDS programs in an effort to reduce the
effect of the disease on business operations.
6. Expand HIV/AIDS programs to other regions,
particularly emerging economies, such as India,
China, and Russia, with the acknowledgment that
HIV/AIDS is not just an African problem.
7. Move beyond a vertical approach to HIV/AIDS
to a holistic health response that incorporates
elements of lifestyle and wellness.
21 GBC Opinion Poll, 2004
22 UBS and F&C Asset
Management, HIV/AIDS
Beyond Africa: Managing the
Financial Impacts, 2005

14
2 The Context for Business Involvement in HIV/AIDS
Clearly, no one sector alone can make significant
inroads in the fight against the HIV/AIDS pandemic.
Public-private partnership and collaboration
between businesses and the communities in
which they function are essential in increasing the
coverage and efficacy of prevention, treatment,
and care. The workplace provides an excellent
environment in which to implement comprehensive
HIV/AIDS programs and policy reform. The business
community is realizing that its own health depends
on how effectively it joins forces with other partners
to face these problems.
Companies expect partnerships to complement,
support, and strengthen national HIV/AIDS
strategies, to realize tangible results in the
immediate term and to offer sustainable solutions
in the long run through local infrastructure and
capacity development.

16 3 Baseline: Current State of Business and AIDS
Richard’s Bay, South
Africa - March 27, 2004
A woman holds her
husband, who is dying of
AIDS as their 3 adopted
children, who have AIDS,
pose in the background.
Photo by Brent
Stirton/Getty Images

3 Baseline: Current State of Business and AIDS
17
3.1 Introduction to the Baseline
This baseline report captures the response made by
GBC members in the fight against HIV/AIDS, outlining
the actions and activities that companies are
undertaking, mapping their journey in addressing the
disease, and looking forward to the next level
of performance.
The data provides insight into regional and industry
group trends, size of organization and membership
duration. It identifies where companies are making
good progress and where they perceive difficulties.
These areas will be the focus for the future.
3.2 Methodology
To assess the current state of the business response
to HIV/AIDS, an online survey of 75 GBC member
companies in 17 industry sectors was conducted.
The sample captured the full range, from smaller
enterprises with less than 10,000 employees to
large multinational players with more than 500,000
employees represented. All regions covered by GBC
members were represented as were companies that
have joined GBC in each of the last 5 years (figure 6).
The online survey asked companies to confirm those
areas in which they have established activities using
the common criteria set out in the GBC’s BPAS
framework. The framework covers four broad areas
of corporate engagement on HIV/AIDS and has
10 progressive categories (figure 7) based on the
Business AIDS Methodology (BAM). This provides a
clear context from which to view actions being taken
by business in the fight against HIV/AIDS.
A structured interview program followed the same
BPAS categories and sought to capture both
institutional and personal experiences. Several nonmember
companies were also interviewed to provide
additional perspectives.
Those companies who participated in the survey
and interviews referred to in this report are not
necessarily representative of the entire business
community. Participating companies are more likely
to be pro-active leaders in their response to HIV/AIDS.
3.3 Overview of the Baseline: The
Business Response to HIV/AIDS
All companies surveyed have some level of HIV/AIDS
initiative in place. However, the business response
to HIV/AIDS varies markedly (figure 8) depending
on the business needs and characteristics of the
organization. In particular, company size, region(s) of
operations, industry sector, and length of time spent
addressing HIV/AIDS influence the depth and scale of
a company’s response to HIV/AIDS.
The BPAS 23 baseline (figure 9) shows business
response in the form of an index that quantifies
the scope and depth of global business HIV/AIDS
response activities overall and within each of 10
response categories.
The index is based on simple scale of 1 to 10. It
suggests that surveyed companies representing a
real cross section of industries, business size and
regional activity score 4.5 on average, the most
active 25 percent score an average of 7.5 while the
least active 25 percent in the survey group score 1.4
on average.
23 Best Practice AIDS
Standard, developed by GBC

18 3 Baseline: Current State of Business and AIDS
Figure 6
GBC Survey -
Characteristics of
Respondents
By Region
By Size (# of Employees)
Asia/Pacific 5.3% Caribbean 1.3%
Africa 8%
Europe
17.3%
Americas
33.3%
Worldwide
34.7%
N/A 4%
Greater
Than
100,000
4%
50,000-
100,000
18.7%
Less Than
10,000
26.7%
10,000-
50,000
25.3%
Public Relations 1.3%
Construction and Machinery 1.3%
Chemical Manufacturing 1.3%
Industrial Manufacturing 2.7%
Hotel/Travel/Tourism 2.7%
Computer/IT/
Telecommunications 2.7%
Transportation Services 4%
Healthcare/Medical 5.3%
Food/
Beverages 8%
Automotive 8%
Consulting 8%
Metals & Mining 8%
By Industry
Biotechnology/
Pharmaceuticals 12%
Media/
Entertainment 9.3%
Financial Services/
Banking/Insurance
9.3%
Energy (Oil, Gas,
Electric) 9.3%
Consumer Products 9.3%
By Entry Year
2006 8%
2005
22.7%
2004
9.3%
2003
21.3%
2000 1.3%
2001
25.3%
2002
12%

3 Baseline: Current State of Business and AIDS
19
Broad Areas
of corporate engagement
based on Business
AIDS Methodology (BAM)
BPAS Categories for
detailed assessment of
corporate engagement
Definition
Figure 7
Online BPAS Baseline
Tool Framework
I. Workplace and
Employee
Engagement
1. Non-discrimination HIV/AIDS policy
2. Prevention, Education,
and Behavior Change
Prevention and education programs
3. Testing and Counseling Programs that enable people to
determine their HIV status and support
to deal with the outcome
4. Care, Support, and
Treatment
Access to treatment, support and care
II. Core Competency 5. Product and Service
Donation
6. Business Associates
and Supply Chain
Engagement
III. Community 7. Community and
Government Partnerships
Donations by companies of products,
service and expertise
Extending policies and programs to
suppliers and business associates
Collaboration between business
and the public sector, and NGOs
8. Corporate Philanthropy Philanthropic donations from
companies
IV. Advocacy and Leadership 9. Advocacy and
Leadership
10. Monitoring, Evaluation,
and Reporting
Business leaders promoting change
and taking leadership role in fight
against HIV/AIDS
Documentation and reporting on
outcomes of programs. Monitoring
and evaluation of these programs

20
3 Baseline: Current State of Business and AIDS
Figure 8
Range of Companies’
Response on the Depth
of their Programs
Figure 9
BPAS Baseline
Average and Range of
Response Coverage
Company BPAS Index
10
9
8
7
6
5
4
3
2
1
0
0
4.5
Top Quartile
Companies have extensive
programs across all categories
Bottom Quartile
Companies with limited
HIV/AIDS programs
10 20 30 40 50 60 70 80
Surveyed Companies (n=75)
7.5
1.4
transport, financial advice, or publicity to achieve
the biggest impact.
There are 2 categories in which the business
response is strong - prevention initiatives and
community and government partnerships are
most often part of companies’ HIV/AIDS programs
with a range of activities in place. In comparison,
companies are having the most difficulty in
engaging business associates and suppliers and are
completing significantly less in this area.
The interview program further developed the
baseline findings by highlighting the difficulty
experienced by businesses in monitoring and
evaluating HIV/AIDS programs, including utilization
rates for testing programs. Businesses also
experienced difficulty engaging suppliers and
extending treatment to dependents and workers
post-employment. In addition, they experienced
difficulty in advocacy and leadership and in
implementing HIV/AIDS strategies in
emerging markets.
2006
Average
Top Quartile
Most Active
Bottom Quartile
Least Active
The baseline score tells us that companies can do
a lot more to contribute to the fight against HIV/
AIDS (figure 10). All companies, regardless of scale,
sector, or regional footprint, can contribute through
workplace policies and awareness, participation in
business and AIDS organizations, or by donating
products or services. Interviewed companies said
that there is a real need to be brave, creative,
and, ultimately, strategic in considering how to
contribute business skills or products, whether
by providing project management, logistics and
Those companies leading the response to HIV/AIDS
are now seeking to extend their programs to be
more comprehensive - to include suppliers and
business associates and to engage industry sectors
to work together (36 percent of companies surveyed
report they are currently doing this). Interviewed
companies stated that collaboration among
companies and opportunities to network and share
best practices are essential if more companies are
to step up their responses to HIV/AIDS.
Size Variations
Workforce size matters and generally determines
the scale and scope of efforts (figure 11). Smaller
multinational companies (fewer than 10,000

3 Baseline: Current State of Business and AIDS
21
BPAS Index
7
6
5
4
3
2
Categories most often part of business responses.
With range of actions in place
Category most difficult to make
part of business response.
Limited actions in place
Figure 10
The BPAS Baseline
Depth of Response
by Category
1
0
Community &
Govt Partnerships
Education & Behavior
Change
Non-Discrimination
in the Workplace
Care, Support
& Treatment
Product & Service
Donation
Testing & Counselling
Corporate Philanthropy
CEO Advocacy
& Leadership
Monitoring Evaluation
& Reporting
Business Associates
& Supply Chain
Average number of activities
Workplace Program
3.3
2.9
2.7 2.8
2.2
2
1.7
1.2
2.8
1.7
2.4
1.9
3.3
3
1.3
2.5
1.7 1.7
2.1
1.7
Figure 11
Company Activity by Size
Non-Discrimination
Prevention
Testing &
Counselling
Treatment
Product and
Service Donation
Corporate
Philanthropy
Community
Supply Chain
Management
Advocacy and
Leadership
Monitoring and
Evaluation
Small companies
Large corporations

22
3 Baseline: Current State of Business and AIDS
Figure 12
Regional Treatment
BPAS Baseline
8
respond to employee needs and are taking steps to
ensure sustainability of the communities in which
they operate.
BPAS Index
7
6
5
4
3
2
1
0
Overall Africa Elsewhere
Regional Variations
Companies with operations only in America and
Europe are less likely to focus on workplace
programs because employees’ medical insurance
benefits tend to cover HIV/AIDS. Several companies
interviewed, however, expressed concern that
HIV/AIDS is “falling off the radar” in these regions
and stated that companies should be doing more
to keep HIV/AIDS on the agenda and high in the
public conscience.
employees) focus more effort on corporate
philanthropy, product and service donation,
community and government partnerships,
and leadership and advocacy than larger size
organizations. Large companies show markedly
stronger response in workplace programs (nondiscrimination,
prevention, testing, treatment).
Interviews suggested that the reason for the lack of
action of smaller companies in the workplace is a
perceived lack of need to address it if they have few
employees or if internal resources do not exist to
address HIV/AIDS. A few of the smaller companies
do have workplace programs that include providing
treatment to dependents, suggesting size is not a
valid reason for not having a workplace program.
Large multinational corporations (more than
100,000 employees) are already addressing
HIV/AIDS across a wide spectrum of activities
that generally support increasing shareholder
focus on corporate and social responsibility. These
companies are likely to have some operations
in high prevalence areas and are expected to
Those with operations in Africa are the most active
in the workplace in relation to comprehensive
programs (figure 12). The business case for acting
in this region is clear—interviewees reported that
companies cannot afford to delay their responses.
More than 70 percent of companies surveyed
with operations in Africa are now fully subsidizing
access to HIV treatment for all employees. African
companies also provide confidential testing services
and access to treatment for registered or legal
dependents.
In emerging markets, such as India and China,
companies are focusing on awareness and
prevention. Many interviewees expressed
uncertainty about how to extend existing programs
or implement new initiatives in these markets. A lack
of HIV/AIDS awareness, a need for stigma reduction,
limited information on prevalence rates, and a need
to adapt approaches to new political and cultural
environments were reasons cited as obstacles to
rapid deployment or successful initiatives.

3 Baseline: Current State of Business and AIDS
23
All exclusively Asian companies surveyed are
extending prevention and education programs to
the community. Seventy-five percent report that they
are measuring the effects of prevention campaigns
through surveys and assessments. These
companies are leaders in addressing HIV/AIDS
and not representative of the broader business
community. A leading company interviewed in
India targets the workplace and urban and rural
communities with initiatives, including a center for
family initiatives, a mobile medical team, a hospital,
a project targeting truck drivers, and a health
information system to allow disease monitoring.
Industry Variations
Some industries, such as metals and mining, energy,
and food/beverage (rather than high-tech, or service
industries) tend to have more extensive programs,
particularly in the workplace. This is a function of
need created by their operations and, in some cases,
the nature of the work, which places employees
in high-risk situations. For example, work that is in
geographically isolated areas, involved with mobility,
or on a transport route increases the risk of infection
in the workplace 24 .
Overall, the leading industry groups by response
across all categories are metals and mining, energy
(oil and gas), and food and beverages (figure 13).
7
6
Figure 13
BPAS Baseline
by Industry
5
BPAS Index
4
3
2
1
0
2006 Averages
Food/Beverages
Metals & Mining
Energy
Healthcare
Consulting
Consumer Products
Media
Financial Services
Biotech/Pharma
Automotive
Transportation
Note: The above analysis only includes industries where 3 or more companies responded to the survey
24 Internal Labour Office An
ILO code of practice on
HIV/AIDS and the world of
work, 2001

24
3 Baseline: Current State of Business and AIDS
“These are the people who saved my life for you.” This is how
one of our workers introduced us to his family at our company
family day. He was close to death with a CD4 25 count of 3. After
9 months of recuperation, treatment, and exercise, he is now
back in the workplace doing the job that he was trained to do.
Some companies are starting to collaborate within
industries, such as oil and gas, which facilitates
businesses to best practice sharing and the
development of an industry standard in responding
to HIV/AIDS. Several interviewees stated that
companies have to forget about being competitors
and focus on being collaborators.
Length of commitment to addressing HIV/AIDS
Development and implementation of HIV/AIDS
programs require time and long-term commitment.
Figure 14 shows the activity level based on
years spent addressing HIV/AIDS (derived from
membership duration of GBC members surveyed).
In 5 years, the level of company activity increases
by over 50 percent. Those companies interviewed
stated that programs should “start at home”
and focus on “getting it right” for workers first.
They also emphasized the need for staff buy-in
and involvement when establishing community
initiatives. Indeed, there is a clear point after 3 years
of effort where companies increase their responses
to HIV/AIDS. However, a number of leading
companies cautioned that once a company has a
successful program or initiative in place, it needs to
continue to keep HIV/AIDS high on the agenda.
Figure 14
Activity Level Based on
Length of Commitment
to Addressing HIV/AIDS
Number of Activities
40
30
20
Start
Embed
Expand
The baseline also illustrates that businesses are
able to make a significant contribution in the fight
against HIV/AIDS in the workplace and community
by leveraging core competencies (business acumen
and skills) and public advocacy campaigns.
10
25 CD4 count represents the
level of immune function
that deteriorates as HIV
infection progresses
(normal is between 500
and 1500)
0

3 Baseline: Current State of Business and AIDS
25
Photo by Brent
Stirton/Getty Images
3.4 Workplace and Employee
Engagement
HIV/AIDS is recognized by the ILO as a workplace
issue that should be treated like any other serious
illness or condition 26 . Workplace programs are those
that address an employee’s experience in their
work environment and put in place measures and
policies that allow employees to continue to work
and contribute productively to society.
Losing one of our senior
technicians to HIV/AIDS was
catastrophic. When he died,
we couldn’t replace him,
as he’d had 5 to 6 years of
training and no one else
could do his job.
26 Internal Labour Office An
ILO code of practice on
HIV/AIDS and the world of
work, 2001

26
3 Baseline: Current State of Business and AIDS
27 UNAIDS and WHO,
AIDS epidemic update:
December 2005 Intensifying
Prevention, 2005
Comprehensive HIV/AIDS workplace programs
include:
• A non-discrimination policy that looks to eradicate
stigma
• Prevention and education activities to increase
awareness and avoidance
• Confidential testing and counseling support
initiatives
• Access to care, support, and treatment for
employees living with HIV/AIDS
The UNAIDS and World Health Organization (WHO)
special report on HIV prevention 27 underlines
the need to accelerate treatment and prevention
efforts simultaneously to gain the greatest benefits
in terms of curtailing new HIV infections and
averting deaths. The baseline shows that there
are companies around the world implementing
innovative programs to directly address employee
needs in relation to HIV/AIDS, and highlights the
need for these programs to be comprehensive.
Interviewed companies outlined key insights for
implementing workplace programs:
• Setting the context - good HIV/AIDS management
equals good business.
• Programs need staff buy-in. Some companies
surveyed their staff first to understand what
they wanted in place to address HIV/AIDS before
developing their workplace program.
• Learn from international and local workplace
benchmarks and best practices.
Companies acknowledged the challenges in rolling
out workplace programs to emerging markets
and ensuring programs are tailored to fit new
environments and cultures. They identified low
awareness and stigma as primary challenges to
getting HIV/AIDS on the agenda in some regions.
The workplace and employee engagement baseline
shows many companies are able to implement the
first activity in each category quite broadly. This is
to be expected, as these activities are likely to be
the easiest to implement. Companies are more
likely to increase the depth of their programs (i.e.
complete more activities) for non-discrimination and
prevention programs. They tend to be less likely to
extend their programs for testing and counseling
activities. Each area is discussed in more detail in
the following sections of this report.
3.4.1 Non-Discrimination
A non-discrimination policy ensures that a worker
will not experience discrimination in the workplace
based on either real or perceived HIV status. Many
of the companies interviewed base their nondiscrimination
policy on the ILO code of practice
of HIV/AIDS that is based on protecting human
rights and the dignity of persons infected or
affected by HIV/AIDS. Policies are aimed to ensure
zero tolerance of workplace stigmatization or
discrimination.
Seventy-five percent of those surveyed report
having a non-discrimination policy in place (figure
15), while 62 percent also have a global policy in
place applicable to all company operations. For
companies operating in multiple regions, it is often

3 Baseline: Current State of Business and AIDS
27
Figure 15
Companies’ Response
to HIV/AIDS Non-
Discrimination
No policy in place
12%
Company’s position is clearly
communicated
75%
Global Policy applicable to all
company operations
Involvement of employees and/or
people living with HIV/AIDS in
policy formulation and program
implementation
Inclusion of spouses and
dependants in employee
HIV/AIDS-related benefits
52%
56%
62%
Extension of policy to suppliers,
distributors and business
associates
9%
BPAS Index (51%)
a case of having global guidelines and a local policy
or standards applicable to the specific region. For
some companies, developing a global policy or
global guidelines is the first step to sharing internal
best practices across the organization. Best practice
includes involving employees and people living with
HIV/AIDS in formulating policy and implementing
workplace programs.
The biggest challenge for companies is to extend
their policy standards to suppliers, distributors, and
business associates, as discussed in this report
under Leveraging Company Core Competency. Only
9 percent of companies said they are currently able
to extend their policies to these other groups. The
companies interviewed identified extension of their
policies as a significant opportunity area, but all
reported difficulty in formally extending their policies
to suppliers.

28 3 Baseline: Current State of Business and AIDS
3.4.2 Prevention, Education and Behavior Change
Prevention remains the main focus for companies
addressing HIV/AIDS across multiple regions. This
is consistent with the need for rapid and sustained
expansion in HIV prevention to gain the upper hand
against the AIDS pandemic 28 . Prevention is the
most cost-effective way for companies to address
HIV/AIDS, and 55 percent of companies surveyed
extend their prevention programs to their local
communities (figure 16). Education programs also
form an important component of the effort and help
to reduce the stigma associated with HIV/AIDS.
Developing education programs that provide
workplace information on HIV/AIDS (via posters,
company websites, or vehicles) is clearly beneficial,
but interviews suggest such measures have limited
Figure 16
Companies’ Response
to HIV/AIDS Prevention,
Education, and
Behavior Change
No initiatives in place
12%
Workplace information on HIV/AIDS
82%
Trained peer educators
60%
Surveys and assessments (KAP –
knowledge, attitudes and practices)
for employees and measurements
of impact of prevention interventions
41%
Extension of HIV prevention and
education programs to the community
55%
28 UNAIDS and WHO,
AIDS epidemic update:
December 2005 Intensifying
Prevention, 2005
Programs in place to ensure that
business practices do not contribute
to the spread of HIV/AIDS (e.g.,
migrant labor)
37%
BPAS Index (55%)

3 Baseline: Current State of Business and AIDS
29
When a company initiated an AIDS program that involved
making and showing public service announcements
throughout the media in Russia, 47% of audiences asked for
more information on the disease.
effect in preventing HIV/AIDS. Companies with
successful programs indicated that education
initiatives had to focus on behavior change to really
see significant prevention impact.
Companies have demonstrated extraordinary
leadership in prevention with 82 percent of
surveyed companies providing workplace
information on HIV/AIDS. However only 41 percent
conduct surveys and assessments, suggesting
that half of surveyed companies are addressing
prevention in an uninformed way.
Many companies use peer educators to allow
difficult topics to be broached in areas where
stigma associated with HIV/AIDS is high. For those
extending prevention and education programs
to the community, initiatives include holding
family days, working with community groups, and
sponsorship of sport or youth events.
In low prevalence regions, companies report
that the focus should be on prevention, even
though it is harder to articulate the business
case. Companies reported that in these areas,
prevalence rates of HIV/AIDS are not always clear
(China, India, and Russia). They do however see
the risk to workers, customer base, suppliers, and
the systems in which they operate if the pandemic
takes hold in these regions, so some are acting
now to increase awareness of HIV/AIDS. As one
company spokesperson stated, “the earlier you
start, the less investment is required” to tackle the
HIV/AIDS problem.
Many companies suggested education and
prevention programs are extended to target young
adults and adolescents (the workers of the future)
in their communities to achieve the greatest impact
in addressing HIV/AIDS.
Cultural and regional differences require
companies to tailor programs to the local
environment. One company reported having a factfocused
presentation in the United Kingdom while
using role play techniques in Kenya.
We had only a third of our
workers prepared to go for
counseling and testing, so
we introduced an information
campaign over a 2-year
period. We found that at the
end of the campaign, more
than 80 percent of employees
came forward for counseling
and testing.

30
3 Baseline: Current State of Business and AIDS
Figure 17
Companies’ Response
to HIV/AIDS Counseling
and Testing
3.4.3 Counseling and Testing
Counseling and testing initiatives are difficult to
implement due to the sensitive nature of testing
and the need for confidentiality. This is particularly
true for regions where the stigma associated with
HIV/AIDS is high. Such initiatives are a key element
of successful workplace programs.
Fifty-five percent of those companies surveyed
provide voluntary access to counseling and testing
(figure 17). Only 25 percent monitor testing uptake
rates and compare these rates with general
incidence data, extend their programs to partner
notification and referral for counseling and testing,
or provide immediate access to CD4/viral load
No initiative in place
testing for the assessment of treatment needs.
These stages are all recommended by the GBC
BPAS tool.
Testing programs are particularly difficult to
implement in countries where confidentiality cannot
be guaranteed, such as companies without nondiscrimination
laws in place for people living with
HIV/AIDS. Companies operating in this region are
currently working to increase awareness and also
address this issue.
Interviewees reported that if there is a prolonged
delay in achieving results and linking people into
the care they need, workers will be less likely to
volunteer for testing.
15%
Information and education on HIV
counseling and testing
80%
In-house or outsourced
confidential and comfortable
testing services
55%
Regular assessment of
testing uptake
25%
Partner notification and referral
for counseling and testing
24%
Immediate access to CD4/viral
load testing for assessment of
treatment needs
27%
BPAS Index (42%)

3 Baseline: Current State of Business and AIDS
31
A mining operator estimated that worker deaths from AIDSrelated
causes cost the firm $18,500 per employee, as well
as an increase in production costs.
3.4.4. Care, Support, and Treatment
Eighty-four percent of companies surveyed ensure
that their workers have access to HIV/AIDS
treatment—via health insurance, cost sharing, or
other mechanisms (figure 18).
The challenge comes for companies when access
to treatment is not locally available or there is
no insurance mechanism that companies can
leverage to fund treatment in a particular region.
Currently, the business case is clearest in Africa,
where 71 percent of companies versus 36 percent
of companies overall fully subsidize HIV treatment
for employees. Some companies have taken steps
to fund infrastructure (hospitals or clinics) or have
partnered with pharmaceutical companies to
provide access to treatment. Some of those that
have provided this initial investment are now looking
to co-invest with public organizations to ensure
access to treatment to the wider community.
Care and support is critical for the workplace when
responding to HIV/AIDS as mechanisms need
to be in place to foster an open, accepting, and
supportive environment for workers to disclose their
status and seek treatment. Where health services
are available in the workplace, appropriate support
and treatment should be provided. Where these
services are not available, workers should be linked
to those services available in the community.
Forty-five percent of companies surveyed are
extending their programs to provide access to
treatment for spouses and all registered/legal
dependants (figure 19). The majority of those
extending their programs are in Africa, where they
recognize that productivity can also be affected
when workers have to become caregivers for sick
relatives. Some companies are also working to
extend access to treatment in broader community
through partnerships.
Despite this positive response to providing access
to treatment, a number of companies interviewed
expressed concern with respect to the cost and
effectiveness of treatment. Some described
concerns about the number of dependents a worker
may have and the risk of that worker sharing his/her
medication among relatives or selling it. Others
reported that some of their workers continued to
go to traditional healers rather than seek treatment
in the mainstream health system, so would not
necessarily accept treatment. Another concern was
that once treatment started, it must continue, but
what if the worker is fired, leaves, or is transferred
to an area with no treatment? Finally, companies
with medical staff on their programs discussed the
need to ensure quality treatment and highlighted
the concern that the focus will need to extend from
reducing the cost of first-line treatments to other
treatments that are much more expensive.

32 3 Baseline: Current State of Business and AIDS
One company reported that 94 percent of its AIDS-affected
employees were able to continue their normal working life if
taking medications.
Figure 18
Companies’ Response
to HIV/AIDS Care,
Support and Treatment
No access provided
9%
Ensure access to HIV treatment
arrangements for employees
84%
Ensure fully subsidized access to
HIV treatment for employees
36%
Ensure treatment access for
spouses
53%
Ensure treatment access for all
registered/legal dependents
45%
Full commitment to continued
treatment in the
post-employment period
19%
BPAS Index (47%)

3 Baseline: Current State of Business and AIDS
33
ART is now cheaper
than treatment for other
conditions, such as
hypertension. I tell our
senior executives that
their treatment for high
blood pressure costs more
than treating one of our
employees for HIV/AIDS.
Percentage of companies
71%
African Respondents
45%
Total Group
Figure 19
Respondents Providing
Access to Treatment
for All Registered/
Legal Dependents
Companies interviewed with operations in Africa
report that they can no longer afford not to provide
treatment for HIV/AIDS. One company found that
more than 94 percent of their employees on ART are
able to carry out their normal work. In addition, they
found that in the short-term, the cost of ART is more
than covered by the savings achieved through a
reduction in absenteeism (figure 20), the reduction
in healthcare costs and the retention of skilled
employees, as well as improved productivity.
We found we could lose
employees for up to a month
a year due to funeral leave.
Average Sick Days for Worker
8
7
6
5
4
3
2
1
0
ART Start
-12 -6 0 6 12 18
Months Pre-/post-ART Start
Source: Anglo American Report to Society, 2005
Figure 20
Trends in Absenteeism

34
3 Baseline: Current State of Business and AIDS
Photo by Photodisc/
Getty Images
3.5 Leveraging Company Core
Competency
Companies can leverage their core competency
or donate core products, services, or expertise to
address HIV/AIDS issues and challenges. Leading
companies employ cause-related marketing
campaigns, use existing distribution channels, or
their organizational and management expertise in
the fight against HIV/AIDS (figure 21).
Interviewees expressed a common view that
the public sector could leverage or engage the
private sector more in the fight against HIV/AIDS.
Companies are able to leverage their core skills
to not only contribute to HIV/AIDS initiatives
but also to ensure others’ programs are run or
funded efficiently and effectively. Companies bring
additional business skills to the partnership table
in the form of project and stakeholder management
and facilitation expertise to make partnerships
and programs as professional and successful as
possible. Seventy-six percent of those companies
surveyed are donating products or services to HIV/
AIDS programs. Twenty-five percent of companies

3 Baseline: Current State of Business and AIDS
35
Do not make contributions
8%
Figure 21
Companies’ Response
to HIV/AIDS Product
and Service Donation
Donate product and services to
AIDS programs
76%
Donation of products and services
to AIDS programs with technical
assistance
52%
Develop dedicated products to
support and advance AIDS programs
45%
Develop new large scale programs
to support the use of products
through cause related marketing
Ensure sustainable use of products
and services in AIDS programs
through long-term training, capacity
and infrastructure development
25%
32%
BPAS Index (46%)
report that they are developing new large-scale
programs through cause-related marketing.
The most active companies interviewed report
that they are selective in how they invest, targeting
programs where they see the greatest impact
potential. One company stated that it backs away
when approached simply to give funds, preferring to
invest strategically, rather than provide handouts.
3.5.1 Product and Service Donation
The pharmaceutical industry took initial leadership
in donating heath care related products, including
medicines and diagnostics, to support countries
devastated by HIV/AIDS. Many other industries have
now begun to provide their products and services in
creative ways. Of those surveyed, energy, metals and
mining and consulting service industries are those
with the highest number of companies donating
products and services (figure 22).

36
3 Baseline: Current State of Business and AIDS
Figure 22
Donation of Products
and Services by
Industry Sector
Energy (Oil, Gas, Electric)
Metals & Mining
86%
83%
Consulting
83%
Biotechnology/Pharmaceuticals
78%
Media/Entertainment
75%
Food/Beverages
Financial Services/
Banking/Insurance
Consumer Products
Computer/IT/Telecommunications
60%
57%
57%
50%
Automotive
50%
It is a challenge for companies to ensure that the
products they donate are relevant for local needs
and used efficiently as they control supply of donated
products but not the shipping or distribution. One
company interviewed reported a donation sitting
unused in warehouses after they had given them to
a government effort. Businesses therefore report
needing to work with other parties to improve
the logistics associated with product donations.
Companies also highlighted that such contributions
create a win-win situation, particularly for those
linking products to HIV/AIDS marketing initiatives.
3.5.2 Business Associates and Supply Chain
Engagement
Companies can also extend their reach to suppliers
and business associates to encourage shared
responsibility and collective action. More than
90 percent of companies interviewed were highly
supportive of this concept, but few have been
able to take action in this area. Only 9 percent
of companies surveyed (figure 23) are currently
integrating HIV/AIDS compliance into contractual
arrangements with suppliers.

3 Baseline: Current State of Business and AIDS
37
No cooperation with business associates and
suppliers to address HIV/AIDS
24%
Figure 23
Companies’ Response
to Business Associates
and Supply Chain
Engagement
Engage suppliers and distributors that comply
with general industry codes
41%
Integrate HIV/AIDS compliance into contractual
arrangements with suppliers
9%
Support implementation of HIV programs in
supply chain network
35%
Lead partnership with other companies and
suppliers grouped by industry/geography for
local HIV program roll-out
36%
Advocate for industry sector policy on HIV
practices at a global level
24%
BPAS Index (29%)
We experienced an increase
in sales of more than 30
percent when we linked one
of our products to our AIDS
campaign…there can be
real corporate benefits to
addressing HIV/AIDS.
Interviewees consistently stated that engaging
suppliers is a significant opportunity. Some leading
companies are looking to leverage their strong
position in their supply chains to influence others
to follow their lead. Furthermore, companies are
suggesting to combine within industry sectors to
establish standards or norms, as they report tackling
suppliers as a group will have more impact.
For some industry segments, contractors can
represent 50-80 percent of the total workforce
through outsourcing and general contractor
agreements. This is particularly true in large projects
such as in construction situations.

38
3 Baseline: Current State of Business and AIDS
Mianyang, China -
March 14, 2004
High school teacher
Huang Xiaoling
teaches her students
about HIV/AIDS and safe
sex issues.
Photo by Palani
Mohan/Getty Images
3.6 Community
Fighting HIV/AIDS extends beyond the workplace,
with companies extending their programs to
and actively engaging with communities in the
fight against HIV/AIDS. Successful companies
use mechanisms such as strategic philanthropy,
co-investment, public–private partnerships, and
employee volunteering to engage communities.
3.6.1 Community and Government Partnerships
The private sector is increasingly recognizing the
need to engage in community and government
partnerships to develop a sustainable HIV/AIDS
response. Eighty-seven percent of companies
surveyed reported that they actively participate
in business and AIDS organizations and networks
(figure 24). Sixty-seven percent of companies
said they engage with global initiatives, such
as the Global Fund, UNAIDS and WHO, and 64

3 Baseline: Current State of Business and AIDS
39
No engagement with public
sector/local communities
9%
Figure 24
Companies’ Response
to Community
and Government
Partnerships in
HIV/AIDS
Actively participate in business and
AIDS organizations/networks
87%
Publicly advocate for business
engagement with communities
and government
64%
Engage with the Global Fund,
UNAIDS, WHO and other global
initiatives
Co-invest in public/private
partnerships to deliver AIDS
education, prevention, testing
and/or treatment for communities
Make large-scale, commitments of
management expertise, logistics and
resource support to HIV/AIDS
institutions
67%
56%
33%
BPAS Index (61%)
We partnered with the local
government and community
to provide life skills and HIV/
AIDS awareness training for
adolescents
percent stated they publicly advocate for business
engagement.
Those companies interviewed described the value
of partnering in three main areas:
• Support implementing successful workplace
programs internally
• Extending programs into the community
• Assisting the public sector in addressing HIV/AIDS
in more effective ways.

40 3 Baseline: Current State of Business and AIDS
We have been engaging with local authorities, the
government and global initiatives to develop a
comprehensive HIV/AIDS community program. It is an
ambitious plan and so far we’ve spent a year discussing
this with the various partners. If we can make this work,
together we will be providing access to HIV/AIDS services,
testing and treatment to more than 300,000 people.
Interviewed companies highlighted the importance
of local expertise when developing programs to
address HIV/AIDS. Partnering with local grassroots
organizations helps business understand local
culture and context and also to link into existing
initiatives and networks. For those expanding their
initiatives into emerging markets, local knowledge
is essential to learn how to be able to implement
appropriate programs.
Companies increasingly work to ensure HIV/AIDS
services are available to the communities in
which they operate. This almost always involves
partnering with local communities or NGOs to fund
or provide training and education, or community
testing and treatment infrastructure (e.g., funding
hospitals, doctors, or clinics in the community).
Many companies interviewed reported being
involved in initiatives to target adolescents in their
community as they see this as an important step in
increasing awareness and stopping the spread of
HIV/AIDS.
Public–private partnerships can make a significant
contribution to the fight against HIV/AIDS, as the
partnering parties co-invest to deliver HIV/AIDS
education, prevention, testing, and/or treatment
for communities. Fifty-six percent of companies
surveyed reported that they co-invest in publicprivate
partnerships. This works especially well
when the business sets up a program and the initial
infrastructure required, and the public sector then
finances roll-out to the broader community.
Interviewees highlighted the need to partner with
the “right” people. Some described the environment
as being a “minefield of potential partners” and
reported needing help from organizations such as
the GBC to negotiate and broker these relationships.
When the relevant parties are at the table, they
suggest the next challenge is to keep them there,
define clear roles and responsibilities and to be
prepared for a long period of negotiation.
3.6.2 Corporate Philanthropy
Many companies interviewed clearly separated
philanthropy from strategic investment in programs.
Indeed, those companies surveyed that reported
doing more in the area of corporate philanthropy
were less likely to engage in other activities to
address HIV/AIDS. Twenty-five percent of companies
reported adopting AIDS as a central focus of grant
making (figure 25).

3 Baseline: Current State of Business and AIDS
41
Figure 25
Companies’ Response
to HIV/AIDS Corporate
Philanthropy
No company contribution to HIV/AIDS
5%
Contribute one-off donations to AIDS
programs
72%
Contribute large-scale donations to
international agencies, foundations
and fund-raising mechanisms
51%
Facilitate employee giving with
matched employer contributions
up to 1:1
Initiation of industry sector-wide
appeals for HIV/AIDS philanthropy
27%
36%
Adopt AIDS as a central focus of
grant-making
25%
BPAS Index (42%)

42 3 Baseline: Current State of Business and AIDS
Photo courtesy of
Tata Steel, India
3.7 Advocacy and Leadership
3.7.1 Advocacy and Leadership
Advocacy and leadership includes the role that
senior management plays in an organization to
address HIV/AIDS, advocating to staff, business
partners and competitors as well as taking part in
national and global dialogues in the fight against
HIV/AIDS. Senior executives have demonstrated
leadership in the traditional corporate spheres of
influence, on social issues and at the highest levels
in policymaking. This translates to results on the
ground (figure 26).
The survey indicates that advocacy and leadership
is an area in which companies overall are less
active. However, some recognize that corporate
responsibility is important to shareholders; and
response to HIV/AIDS is becoming increasingly
relevant in their reporting. Fifty-six percent of
companies report recording senior management
commitment to HIV/AIDS in their annual reports,
To highlight the importance
of knowing one’s HIV status,
our senior management
all took a test; to see them
experience the process and
display their own personal
anxieties during the wait
for results proved an
inspiration to our workforce.
Consequently more people
came forward for testing.
and 55 percent ensure CEO communications
with employees on the company’s position on
HIV. Despite these observations, those surveyed
consistently recognize strong leadership as
essential for successful programs. They identified
three related steps:
1. An HIV/AIDS program or initiative requires buy-in
and direction from senior leadership.
2. Senior leaders need to walk the talk.
3. Companies then need to incorporate their
response to HIV/AIDS in their corporate strategy
and reporting.
Thirty-one percent of companies report facilitating
government lobbying and donor mobilization.
Several of those interviewed, however, report that
they choose not to publicize their programs or take
active advocacy roles.

3 Baseline: Current State of Business and AIDS
43
No public or internal advocacy
14%
Figure 26
Companies’ Response
to CEO Advocacy
and Leadership
Record senior management
commitment to HIV/AIDS signaled in
Annual Report
Secure CEO communication with
employees on company position on
HIV
56%
55%
Secure CEO public participation in
AIDS programs including taking an
HIV test
24%
Facilitate government lobbying and
donor mobilization
31%
Promote international recognition of
CEO and company as a leader on
HIV/AIDS
41%
BPAS Index (41%)
Advocacy and leadership is an area where
companies can make a difference, even if they
are small and have limited funds to donate
or invest in HIV/AIDS initiatives. One member
company interviewed with few employees and
limited resources to invest in HIV/AIDS initiatives,
highlighted networking and lobbying other
companies and government officials regarding
HIV/AIDS as an area where it is really trying to make
an impact.
Wherever our CEO travels
in the world, whether it be
a sales meeting in Beijing
or a supplier conference in
Mumbai, he always brings
AIDS concerns into the
conversation.

44 3 Baseline: Current State of Business and AIDS
3.7.2 Monitoring, Evaluation and Reporting
Monitoring, evaluation and reporting allows
organizations to demonstrate the effectiveness of
any given program. Thirty-two percent of companies
report that they use a recognized measurement
methodology for monitoring and evaluation. Twentynine
percent ensure reporting of HIV performance
measurements in annual reports. Monitoring and
evaluation is an area that companies described
as “difficult” in interviews. They described the
difficulties of isolating their own workforce from the
general population when monitoring HIV/AIDS and
the challenges posed by the time required to track
prevalence and new incidents and measure behavior
change (figure 27). More common is documentation
of programs (63 percent) and use of internal process
to discuss, rather than forward measures.
Those companies interviewed identified various
methods for monitoring and evaluation, for example:
targets. Unless all employees agree to voluntary
testing a company cannot really measure progress
in preventing new infections and keeping people
well. Two of the member companies interviewed
are taking their programs further with targets for
preventing new HIV infections, reducing the number
of people becoming sick or dying from HIV/AIDS,
and babies being born HIV-positive. One of the
companies reported that these targets are both
achievable and measurable, but 100 percent of
employees must first volunteer for testing.
Now established, this baseline sets an important
reference point from which to measure future
progress, consider the level of effort and impact
made to date, but perhaps most vitally gives
business a new resource with which to consider
its own efforts and how to move forward and
further raise the bar.
• Consumer goods companies are able to link the
success of their programs to sales.
• Those investing in others’ programs ensure
projects have set targets and indicators of
progress established up front.
• Multinational corporations interviewed often
monitor at a regional level (several also have
structured global programs or roadmaps against
which their regional operations can be tracked).
Several of the leading companies are shifting
from process-based reporting to measuring actual
outcomes. The general KPI (key performance
indicators) used is the proportion of the workforce
being tested each year, and some set annual testing

3 Baseline: Current State of Business and AIDS
45
Figure 27
Companies’ Response to
Monitoring, Evaluation
and Reporting of
HIV/AIDS Programs
No monitoring, evaluation and reporting in
relation to HIV/AIDS programs
29%
Clearly document AIDS programs
implementation strategy
63%
Create committee presiding over AIDS
program with defined roles and
responsibilities
52%
Utilize recognized measurement
methodology for M&E
32%
Ensure reporting of HIV performance
measurements in Annual Reports
29%
Take steps to engage the company
industry sector in HIV reporting
27%
BPAS Index (41%)

46 4 Implications for Business and Lessons Learned
Ukraine - 2005
HIV/AIDS workers
providing outreach in
the Ukraine.
Photo by Brent Stirton/
Getty Images

4 Implications for Business and Lessons Learned
47
The BPAS baseline provides business with a new
opportunity to evaluate their individual and collective
response to the fight against HIV/AIDS.
For the first time companies can consider their
response, look to see where and how leaders
are pushing back boundaries and raise their
own expectations and levels of collaboration.
In preparing this baseline it has become very
clear that there is still limited relevant information
available to support companies in formulating an
approach, understanding the trends and how to
measure progress in practical business terms.
A nine point plan has been developed from the
insights provided by the interviews and BPAS Best
Practice. In particular, those companies leading
the response to HIV/AIDS recommend being brave,
trying new creative approaches and being sure
to learn and share ideas with other companies.
The Nine Point Plan
When implementing the nine point plan, companies
should ensure a balanced focus on prevention as
well as treatment, commensurate with local prevalence
rates and national priorities. For workplace
programs, testing and treatment needs to be confidential,
effective and efficient and where applicable
programs should be extended to dependents.
Finally, companies should also increase their understanding
of the immediate and long-term interrelated
impacts of HIV on both business and society.
The Nine Point Plan – Baseline Implications
1. Develop a workplace HIV/AIDS policy and
program, seeking implementation advice
from leading peers and organisations like the
GBC or ILO.
2. Align response with business needs and use
your business skills (competency) as part of
the solution.
3. Form partnerships with other companies and
suppliers. This not only allows for sharing of
best practice, but can have a true multiplier
effect on the impact of programs.
4. Work with local communities for a broadbased
approach to tackle stigma and
discrimination.
5. Collaborate in public-private partnerships to
increase the coverage of programs and
their effectiveness in prevention, treatment
and care.
6. Ensure consistency across regions.
7. Utilize your CEO and leadership to break
down barriers and lead by example (walk the
talk) in the workplace, as well as taking a
lead in the external community.
8. Think strategically, this is a business and
health issue, look forward and set clear
measurable goals then share the results.
9. Integrate monitoring and evaluation
mechanisms in all HIV interventions.

48 4 Implications for Business and Lessons Learned
Now that the BPAS baseline and index has been
established, we encourage business to start
using it as a key resource. The baseline process
will be renewed annually, will provide a
sound health check and be a source of fresh
ideas and clearer perspectives of emerging
and existing imperatives for business.
The BPAS baseline does not transfer a burden
of responsibility for action from the public to
the private sector, but it does illustrate clearly
the scope for business to raise its game and
provides the opportunity for the public sector
to better understand/align with the business
agenda in the fight against HIV/AIDS.
A final word on response: in conducting this baseline
we learned a great deal about who is really
responsible for the HIV/AIDS response (strategy,
policy, programs) in companies across the GBC
membership. In many instances, it has been delegated
or allocated to already overworked parts of
the organisation or is passed down several levels.
The result is that internally and externally company
positions can appear fragmented, low level or at
worst invisible (“we’ve done our bit”). Companies
need to be able to keep this high on the agenda
recognizing that it takes 2-3 years concerted effort
to establish a broad, deep and effective response.
From the baseline we can see where business
is responding, how response varies by industry,
region and company size. We can also see where
there are gaps, who is responding, how many are
not and where boundaries have been drawn that
need to be significantly redefined in the coming
years. While many responses are built based on
our current levels of understanding business also
need to start to ask what’s around the corner.

50 5 The Way Ahead
Soweto, South Africa - April 1, 2004
An AIDS survivor practices yoga in Soweto, South
Africa. The young woman could not walk eight months
ago. After receiving medication she is now healthier
and physically fit. She practices yoga everyday.
Photo by Brent Stirton/Getty Images

5 The Way Ahead
51
This baseline assessment demonstrates
considerable opportunity for the business sector
to continue to contribute to the global fight against
HIV/AIDS. Companies investing in HIV/AIDS should
be commended for having taken considerable
risk, exploring unchartered territory and testing
non-traditional strategies for public health and
development that leverage industry’s efficiency
and innovation.
Sound company action on HIV has required
companies to not only devote resources to
addressing HIV/AIDS but build capacity in technical
aspects of HIV prevention, treatment and care.
Regardless of workforce size, industry and region of
operation, this best practice cohort illustrates that
there is a clear case and path for all multinational
companies to help mitigate the devastating effects
of AIDS.
This final section provides foresight into the
opportunities that lie ahead for business action
against the pandemic. With the aim of steering the
global business community to optimally utilize its
resources, expertise and influence, we discuss the
importance of enhanced best practice and progress
assessments of private sector contributions to the
global fight; the unrealized potential for business to
reduce stigma and discrimination associated with
HIV/AIDS; and the role of business in supporting
national governments and financing gaps. The
report closes by calling out important areas that
represent the next frontier in the business response.
i. Improving the Standard
To assist companies in improving the reach and
effectiveness of their AIDS responses, the GBC will
review The State of Business and AIDS annually and
will use the results of these assessments to adapt
the Best Practice AIDS Standard. This tool will be
updated on an annual basis creating a template for
HIV self-assessment that evolves with the changing
nature of the pandemic and the role of business.
The GBC will continue to advance the sharing of best
practice and business-to-business technical support.
Moving forward it will be critical to document the
impact of these best practice interventions. There
is a clear need for research analyzing the short- and
long-term impacts of business action on HIV/AIDS.
This is essential to ensure that those people at
risk of contracting or living with HIV/AIDS are
appropriately targeted and to further demonstrate
to the public sector the value that business can
bring to the fight against AIDS.
Additionally the business community must ensure
HIV interventions are based on thorough needs and
attitude assessments of the populations they are
targeting and are supported by regular monitoring
and evaluation. Though 81 percent of companies
are implementing HIV prevention education in
the workplace, only half this number completed
surveys assessing baseline gaps in the knowledge,
attitudes, and practices of their workforce.
ii. Destigmatizing HIV/AIDS
One of the greatest barriers to preventing HIV
and caring for people with AIDS is the horrifying
levels of stigma and denial associated with the
disease. The private sector can help enhance their

52
5 The Way Ahead
29 UNAIDS and WHO,
AIDS Epidemic Update:
December 2005 Intensifying
Prevention, 2005
30 Kaiser Family Foundation,
Financing the Response to
HIV / AIDS in Low
and Middle Income
Countries, 2005
response to HIV/AIDS by treating it like any other
disease and integrating responses into broader
packages supporting health and well-being. Across
all global operations, companies are coming to
the realization that employment contracts and
health benefits packages should include HIV as
a normal component rather than an exception.
Leadership on policy design from operations in
regions heavily affected by HIV/AIDS can help
guide global operations on their HIV policies and
benefits. From a resource perspective, rather than
isolating HIV/AIDS, interventions should be part of
a comprehensive health system for employees and
the broader community.
This baseline assessment revealed that a
company’s most powerful resource, its chief
executive, is underutilized in strategies to combat
HIV/AIDS. It is essential for senior executives to
provide consistent and ongoing vocal leadership
to their company’s AIDS response – creating
momentum and excitement for continued employee
engagement. Chief executives also have enormous
potential to address negative societal attitudes by
speaking out publicly on HIV/AIDS. Leadership is
needed by non-traditional players to help break
down myths and create a supportive environment
for HIV testing and counselling, a key entry point for
HIV prevention and treatment.
iii. Supporting the National Response
By applying their core competencies the business
community can offer management support, logistics
and distribution, training and health systems
capacity building at a national level to support a
country’s national AIDS response. Representation
on national planning bodies such as National AIDS
Councils and Country Coordinating Mechanisms of
the Global Fund will facilitate alignment of resources
and advance joint investment in public private
partnerships. Reporting of direct measurable
contributions from the private sector that help scaleup
toward a country’s Universal Access targets is
also critically important so Ministries of Health and
Finance and coordinating bodies such as UNAIDS
are able to account for the private sector’s valuable
range of contributions.
More and more National Business Coalitions
against HIV/AIDS are being established. As
representative bodies of business, these coalitions
can help harmonize multi-sectoral interventions
and build consensus of the role of business
in national and local HIV programs. Coalitions
can also play an important advocacy role in
communicating best practice, building trust and
brokering partnerships across sectors that have not
traditionally worked together.
iv. Closing the Financing Gap
Financing the response to this pandemic is one
of the world’s greatest challenges. Governments,
bilateral and multilateral agencies, and business
have made notable progress in their funding
commitment, but it is estimated that $15 billion
is needed in 2006, growing to $22 billion by
2008, to effectively respond to HIV/AIDS in those
countries that are most vulnerable and hit hardest
by the pandemic 29 .
Current estimates indicate that this projection
translates to funding gaps of $8.9 billion in 2006
and $15.9 billion in 2008 30 . While governments
must continue to close this gap, the private sector

5 The Way Ahead
53
must also take leadership to increase resources for
the Global Fund to Fight AIDS, TB and Malaria and
for other large scale initiatives through innovative
fundraising strategies, cause-related marketing
campaigns, donations of products and services
and joint infrastructure investments at national and
local levels. The private sector can also address
the need for sustainable financing through creative
strategies in such areas as health insurance and
micro-enterprise. Due to the range of assets the
business community can leverage, the business
response to HIV/AIDS needs to be judged in a
context of direct actions, rather than limited to
measuring cash contributions.
v. The Next Frontier
The next frontier for business response to HIV/AIDS
includes creative partnerships and collaboration,
leveraging supply chains, linking business growth
with HIV prevention, and realising investment in
new technologies.
a. Innovative partnerships and collaboration
Industry collaboration can help bring competitors
together to advance best practice and allow
companies to coordinate HIV/AIDS responses
and avoid unnecessary duplication of efforts.
Consolidating responses through industry
groups help develop industry standards and
codes. Additionally, co-investing with NGOs and
governments, with each sector contributing their
expertise, has enormous potential beyond what
is currently done. Also, identification of credible
partners in different regions with proven track
records for AIDS interventions, will accelerate
partnership development.
b. Supply chain as a mechanism for Universal
Access Today’s corporate social responsibility
networks and labor unions have helped
companies address child labor, wage equity and
occupational safety through their supply chains,
including distributors, business associates
and even small and medium enterprises. This
vast network of global suppliers is a weak link
in the AIDS response. If tapped, the reach of
employee and community networks could make
a tremendous impact in mobilizing communities
around HIV prevention and treatment. Similarly
progress made through enhanced supply chain
practices promoting youth education and gender
equity can help support underlying social factors
currently fuelling the spread of HIV/AIDS.
c. Linking market expansion and business
development to HIV Prevention As companies
increasingly turn to the world’s fastest growing
economies to expand their markets they can
have an overall business strategy in which
HIV/AIDS response is a core component. Whether
the response takes the form of cause-related
marketing, co-investments with governments
on HIV programs, or comprehensive workplace
policies, pro-active action on AIDS will help position
a company as an overall market leader. This will
also help sustain markets and serve a need in
countries like India and China, with rapidly growing
young, sexually active middle class populations.
These populations face a real threat of contracting
HIV but are largely unaddressed by the primary
HIV/AIDS prevention and care interventions
designed to support the more vulnerable in these
communities such as sex workers, injection drug
users and migrant workers 31 .
31 GBC press release, GBC
Launches Call Center
Initiative to Confront
India’s Growing HIV/AIDS
Crisis, 2006

54 5 The Way Ahead
d. Increased strategies for breakthrough
technologies Business must continue to develop
strategies for sustaining investment in research
and development for low-cost second line
medicines and the discovery of HIV vaccines
and microbicides. Beyond sustaining medical
innovation, business can creatively rethink the
use of technological innovations.The private
sector can vastly improve the global response by
harnessing breakthroughs in networking, service
delivery, and manufacturing. Business is uniquely
positioned to take these innovations and modify
them in a different context, such as the fight
against HIV/AIDS.
vi. Turning the Tide
The world must do more, and can do more, to
turn the tide of HIV/AIDS. Globally we have the
technological, financial and medical means to do
this. Business is playing a key role in advancing
and developing these means. In the last 50 years,
the private sector has often been the primary
source of innovation to improve the quality of life.
And currently corporations have unprecedented
global influence and reach. It is this intersection
between need, opportunity, and skills that makes
business engagement in HIV/AIDS so compelling.
Business will not only continue to be a critical
partner in the fight against HIV / AIDS, but can
be the engine for innovations that exponentially
improve the response against this pandemic.

56 Appendix i. GBC Contacts
The Global Business Coalition on HIV/AIDS
serves as a vital interface between its member
companies and decision-makers in the business
sector, heads of state, senior government
officials and the international community. The
GBC ensures that the voice of business is heard
and that the business sector contributes to
national and international strategies on how
best to address the deepening HIV/AIDS crisis.
If your company is interested in joining the GBC,
or if your company is already a member company
and desires more resources or a consultation on
addressing the key issues of HIV/AIDS, please
contact any of the GBC staff members listed.
Joelle Tanguy
Managing Director
1230 Avenue of the Americas, 4th Floor
New York, NY 10020
USA
Tel : + 1 212 698 2157
jtanguy@businessfightsaids.org
Priya Bery
Director of Policy and Research
1230 Avenue of the Americas, 4th Floor
New York, NY 10020
USA
Tel : + 1 212 698 2112
pbery@businessfightsaids.org
Dr. Neeraj Mistry
Technical Director
1230 Avenue of the Americas, 4th Floor
New York, NY 10020
USA
Tel : +1 212 698 2152
nmistry@businessfightsaids.org
Barbara Holmes
Director, Advocacy and Communications
1230 Avenue of the Americas, 4th Floor
New York, NY 10020
USA
Tel : +1 212 698 2120
bholmes@businessfightsaids.org
Patricia Mugambi-Ndegwa
Director, Business Networks Development
Nairobi, Kenya office
Tel: +254 721 555 827
pmugambi@businessfightsaids.org

Appendix i. GBC Contacts
57
Carol O’Brien
Director, GBC South Africa
54 Main Street
Johannesburg 2001
South Africa
Tel: +27 11 638 2555
cobrien@businessfightsaids.org
Thérèse Lethu
Director, GBC Paris Office
61, rue des Belles Feuilles
B.P. 40
75782 Paris
France
Tel: +33 1 44 3418 02
tlethu@businessfightsaids.org
Barbara Bulc
Director, GBC Geneva
Chemin de Blandonnet 8
1214 Vernier
Geneva
Switzerland
Tel: +41 22 79 5922
bbulc@businessfightsaids.org
Michael Shiu
Director, GBC China Office
10th Floor, Suite 1029
Vision International Centre,
1 Park Zhongguancun East Road,
Haidian District
Beijing 100084
China
Tel: +86 10 6270 1601
mshiu@businessfightsaids.org
.

58 Appendix ii. Acknowledgements
The GBC and Booz Allen Hamilton would like to thank all the companies who
contributed to this project by completing the Best Practice AIDS Standard survey.
We would like to extend special thanks to those individuals who took the time to
talk to us on behalf of their businesses. Your honesty and insights have enabled
us to get a real feeling for the present climate and your experience has brought
our research to life.
Photo credits Thank you to GBC member, Getty Images, for allowing us the use of all images in this report.
Page 8 – Image # 56313605 – By China Photos • Page 16 – Image # 50962892 - By Brent Stirton • Page 25 – By Brent Stirton
Page 34 – Image # E008179 – By Photodisc • Page 38 – Image # 50969884 – By Palani Mohan
Page 46 – By Brent Stirton • Page 50 – Image # 56313605 - By Brent Stirton

Appendix iii. BPAS Survey
59
Sample BPAS Survey:
Best Practice AIDS Standards
Assessment Tool (BPAS)
Note: The following is a small portion of the full
BPAS. The GBC work with member companies
to guide them through the entire BPAS
assessment process.
The GBC wants to understand where its member
companies are positioned in their journey
to address HIV/AIDS. This brief survey asks
membership to tell us what action they are
currently undertaking in relation to the Best
Practice AIDS Standards Assessment Tool (BPAS).
BPAS is based on GBC’s work with over 200
international companies. It is designed to help
companies enact programs that protect their
workforce and supply chain and maximize
the impact of their products, services and
philanthropic efforts on the global AIDS crisis.
How To Complete The BPAS Survey
This survey asks organizations to identify their
current activity in response to HIV/AIDS.
The survey lays out all possible areas of
company engagement on HIV/AIDS into the “Ten
Categories”.
For each category, please answer the given
question by choosing those options that best
reflect your company’s efforts (you have 6 options
and should select all that are relevant).
After reviewing all categories and entering your
answers, the resulting total will reflect your
company’s comprehensive response to the AIDS
pandemic as a score (out of 50).
HIV/AIDS Non-Discrimination
The establishment and implementation of a nondiscriminatory
policy is the cornerstone of any
effective HIV workplace program, underpinning
campaigns to promote the take up of voluntary
counseling and testing as well as treatment.
Such policies clearly signify a public commitment
that helps to counter the fear and stigma
experienced in many communities in response to
the pandemic.
Which of the following does your organization
have in place in relation to a non-discriminatory
HIV/AIDS policy? (check those activities or
processes that match your current practice)
• No policy in place
• Company’s position is clearly communicated
• Global Policy applicable to all company
operations
• Involvement of employees and/or people living
with HIV/AIDS in policy formulation and program
implementation
• Inclusion of spouses and dependents in
employee HIV/AIDS-related benefits
• Extension of policy to suppliers, distributors and
business associates

60 Appendix iii. BPAS Survey
HIV/AIDS Prevention, Education and
Behavior Change
The GBC believes that workplace prevention
and education programs are the greatest
responsibility and opportunity for companies in
tackling HIV/AIDS.
Such programs play a vital secondary role in
fostering more supportive working environments
for employees who may be infected with HIV.
Which HIV/AIDS prevention or education
initiatives does your organization currently have
in place? (check those activities or processes
that match your current company practice)
• No initiatives in place
• Workplace information on HIV/AIDS (eg. posters
in the workplace)
• Trained peer educators
• Surveys and assessments (KAP – Knowledge,
Attitudes and Practices) for employees
and measurement of impact of prevention
interventions
• Extension of HIV prevention and education
programs to the community, including the
involvement of spouse and families and the
use of trained employees for outreach into the
community
• Programs in place to ensure that business
practices do not contribute to the spread of
HIV/AIDS (eg. migrant labor)
HIV Counseling and Testing
The provision of Counseling and Testing (CT)
forms the primary entry point for successful
prevention and testing programs. It can be the
hardest component of a workplace strategy to
implement due to the sensitive nature of testing
and need for confidentiality.
What HIV/AIDS counseling and testing activities
does your organization currently administer?
(check those activities or processes that match
your current company practice)
• No initiative in place
• Information and education on HIV counseling
and testing
• In-house or outsourced confidential and
comfortable testing services
• Regular assessment of testing uptake in
comparison with general prevalence data
• Partner notification and referral for counseling
and testing
• Immediate access to CD4/viral load testing for
assessment of treatment needs
HIV/AIDS Care, Support and Treatment
Businesses should help employees living with
HIV/AIDS continue to contribute to the business
for as long as possible, by providing a range of

Appendix iii. BPAS Survey
61
care and support services through company clinics
or in partnership with other healthcare providers.
What access to HIV care, support and treatment
does your organization ensure for its employees?
(check those activities or processes that match
your current company practice)
• No access provided
• Ensure access to HIV treatment arrangements
for employees (via insurance, cost-sharing or
other mechanisms
• Ensure fully subsidized access to HIV treatment
for employees
• Ensure treatment access for spouses
• Ensure treatment access for all registered/legal
dependants
• Full commitment to continued treatment in the
post-employment period
HIV/AIDS Product and Service Donation
Businesses can get involved by contributing
their core products and services to support the
HIV/AIDS-related programs of governments,
non-government organizations, multilateral
institutions, or other local actors.
Products and services may either be HIV/AIDS
specific (such as medical equipment) or nonspecific
but supportive. For example a company
may donate other products related to their core
competency such as fuel or IT supplies supporting
HIV/AIDS programs, provide a financial services
product to advise governments/NGOs regarding
their HIV/AIDS programs or may market a product
to raise money for HIV/AIDS programs.
What contributions does your organization make
to support HIV/AIDS related programs? (check
those activities or processes that match your
current company practice)
• Do not make contributions
• Donate products and services to AIDS programs
• Donation of products and services to AIDS
programs with technical assistance
• Develop dedicated products to support and
advance AIDS programs
• Develop new large scale programs to support
the use of products through cause related
marketing
• Ensure sustainable use of products and
services in AIDS programs through longterm
training, capacity and infrastructure
development
HIV/AIDS Corporate Philanthropy
Most large corporations have a philanthropic
arm, which provides cash contributions to
charitable organizations.

62 Appendix iii. BPAS Survey
Companies can incorporate HIV/AIDS in to their
giving strategies and make direct cash donations
to NGOs, The Global Fund to fight AIDS, TB and
Malaria, or community programs to expand HIV/
AIDS prevention, education and treatment services.
How does your organization contribute to HIV/
AIDS related charitable organizations? (check
those activities or processes that match your
current company practice)
• No company contribution to HIV/AIDS
• Contribute one-off donations to AIDS programs
• Contribute large-scale donations to international
agencies, foundations and fund-raising
mechanisms
• Facilitate employee giving with matched
employer contributions up to 1:1
• Initiation of industry sector-wide appeals for
HIV/AIDS philanthropy
• Adopt AIDS as a central focus of grant-making
How does your organization engage with the
public sector and local communities in order
to address HIV/AIDS? (check those activities
or processes that match your current company
practice)
• No engagement with public sector/local
communities
• Actively participate in business and AIDS
organizations/networks
• Publicly advocate for business engagement with
communities and government
• Engage with the Global Fund, UNAIDS, WHO and
other global initiatives
• Co-invest in public-private partnerships to
deliver AIDS education, prevention, testing and/
or treatment for communities
• Make large-scale, multi-year commitments of
management expertise, logistics and resource
support to local/national and global HIV/AIDS
institutions
Community and Government Partnerships in
HIV/AIDS
Business and the public sector are increasingly
acknowledging the need to collaborate effectively
in order to address the global AIDS crisis.
This collaboration is required to implement
comprehensive workplace programs and promote
sustainable action for the broader community.
Business Associates and Supply Chain
Engagement
Companies are beginning to make global brands
responsible for action on HIV/AIDS across
their supply chain, including non-discrimination,
prevention, treatment, and support. This
cooperation within industries is critical for shared
responsibility and collective action.

63
How does your organization cooperate with
business associates and suppliers to address
HIV/AIDS? (check those activities or processes
that match your current company practice)
• No cooperation with business associates and
suppliers to address HIV/AIDS
• Engage suppliers and distributors that comply
with general industry codes
• Integrate HIV/AIDS compliance into contractual
arrangements with suppliers
• Support implementation of HIV programs in
supply chain network
• Lead partnership with other companies and
suppliers grouped by industry/geography for
local HIV program roll-out
• Advocate for industry sector policy on HIV
practices at a global level
CEO Advocacy and Leadership
The voice of business leaders can promote
change and influence HIV/AIDS-related policy.
Within companies, senior management can
address stigma and discrimination, send a
clear message on non-discrimination, promote
behaviors that prevent spread of the disease; and
ensure those infected are effectively treated.
What does your organization do to engage
the CEO in HIV/AIDS programs? (check those
activities or processes that match your current
company practice)
• No public or internal advocacy
• Record Senior Management commitment to
HIV/AIDS signaled in Annual Report
• Secure CEO communication with employees on
company position on HIV
• Secure CEO public participation in AIDS
programs including taking an HIV test
• Facilitate Government lobbying and donor
mobilization
• Promote international recognition of CEO and
company as a leader on HIV/AIDS
Monitoring, Evaluation and Reporting of HIV/
AIDS programs
Companies document and record processes
and outcomes in order to demonstrate the
effectiveness of HIV/AIDS programs.
Companies have often developed indicators to
suit their own individual business environment.
Sample indicators include, but are not limited to
utilization by recipient of donated products and
number of staff accessing services.

64 Appendix iii. BPAS Survey
What monitoring, evaluation and reporting
does your company do in relation to HIV/AIDS
programs? (check those activities or processes
that match your current company practice)
• No monitoring, evaluation and reporting in
relation to HIV/AIDS programs
• Clearly document AIDS programs
implementation strategy
• Create committee presiding over AIDS program
with defined roles and responsibilities
• Utilize recognized measurement methodology
for M&E
• Ensure reporting of HIV performance
measurements in Annual Reports
• Take steps to engage the company industry
sector in HIV reporting

Appendix iv. About the Authors
65
Lord Andrew Turnbull worked as an economist for the Zambian government
after university. He joined HM Treasury in 1970, was seconded to the IMF
between 1976-78 and during 1983-85 he was Economic Private Secretary
to the Prime Minister. In 1988 he returned to Number 10 as Principal Private
Secretary. Lord Turnbull was Permanent Secretary to the Department of
the Environment from 1994-1998 and to HM Treasury from 1998-2002. In
2002 he was appointed Secretary of the Cabinet and Head of the Home
Civil Service. After retiring from the Civil Service he was made a Life Peer
and joined Booz Allen Hamilton as an advisor. He is also working with a
charity, ZOA, being set up to support AIDS orphans and vulnerable children
in Zambia.
Peter Parry is a Vice President in Booz Allen Hamilton’s Global Energy
Practice. He leads the Global Upstream part of the business and is based
in London. During his career, Peter has worked with the UN, the World Bank,
international majors and national oil companies, and Governments around
the world on a wide range of strategic, regulatory and technology related
issues. He has chaired the Energy Governors annual and regional meetings
at the World Economic Forum.
Rebecca Gravestock is an Associate with Booz Allen Hamilton’s London
office. She has worked predominantly on transformation and change
management in healthcare and financial services for both the public and
private sectors. Rebecca has a degree in Science from the University
of Melbourne, an Occupational Therapy degree from La Trobe University,
Melbourne and an MBA from Melbourne Business School.

66 Appendix iv. About the Authors
Zoë Guilford is based in London with Booz Allen Hamilton working in media,
corporate and capability development. Zoë has a degree in Psychology from
London University.
Penelope Clayton is an Associate with Booz Allen Hamilton’s London office.
She has worked across the public and private sectors in the fields of energy,
health and government. Prior to joining Booz Allen Hamilton, Penelope worked
for the Financial Times in New York and London. She has an MBA from
Columbia University and a degree in geography from Cambridge University.
Priya Bery is the Director of Policy and Research at the GBC head office in
New York. In this capacity she leads new strategic initiatives for the GBC
and shapes the organization’s policy agenda. She obtained a Masters of
Science in Health Policy and Management from the Harvard School of Public
Health and a Bachelors of Science in Biopsychology and Cognitive Science
from the University of Michigan.
Celina Gorre is the Technical Manager at the GBC’s head office in New
York. Celina works with member companies through the Business AIDS
Methodology (BAM). In 2004, Celina received a Masters in Public
Administration from Harvard University’s Kennedy School of Government,
where she focused on business-government relations, human rights, and
economic development.

Appendix iv. About the Authors
67
Jimmy Lee is the Manager of Policy and Research at the GBC’s head office
in New York. Jimmy drives the research agenda for the GBC and focuses on
developing greater corporate engagement in specific geographic regions and
business sectors. He has a Masters in Business Administration from the
University of Chicago Graduate School of Business and a Bachelors of Arts
in Sociology from Cornell University.
Neeraj Mistry is the Technical Director at the GBC’s head office in New
York. He is a South African public health physician and coordinates the
technical assistance for GBC member companies, focusing on policy,
program design, and implementation in the workplace and community. With
clinical experience in developing and developed countries, Mistry completed
a Masters in International Health Policy and Health Economics (MPH) at the
London School of Economics, and thereafter worked at Merck & Co., Inc.
before joining GBC in 2002.
Joelle Tanguy is Managing Director of the GBC. Based in New York, Ms
Tanguy leads the GBC’s programmatic and strategic initiatives worldwide
to harness the core strengths of business to stop the AIDS pandemic. In
1994, after years of field work in Africa, Central Asia and the Balkans, Ms
Tanguy became U.S. Executive Director of Médecins Sans Frontières (MSF),
awarded the Nobel Peace Prize in 1999. In 2001, she helped launch the
Global Alliance for TB Drug Development and joined the GBC in late 2004.
Joelle received her Masters in Business Administration (MBA) from France’s
Institut Superieur des Affaires (HEC/ISA) joint program with Stanford
University and holds a Master in Management Information Systems from
the University of Paris IX.

Worldwide Offices
69
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